wattsnextpx - The Art of the Reference Check

Let’s be honest — most people treat reference checks as a formality.

A quick call. A few bland questions. A box ticked.

And that’s a mistake.

Because when done properly, reference checks are one of the most revealing and strategic parts of the hiring process. But most people don’t do them properly.

They assume no one tells the truth. They rely on generic templates. They accept any referee offered up, regardless of relevance. And then they’re surprised when the new hire doesn’t quite match the interview.

Let’s flip that thinking.

Reference Checks Aren’t a Task — They’re a Tool

If you treat reference checks like a necessary evil, that’s all they’ll ever be.

But if you approach them like an investigator trying to get clarity on key points — cultural fit, leadership style, follow-through, integrity — they become powerful.

This is often your only chance to get an external, experienced view on how this person actually performs in the workplace. It’s the final piece of the puzzle before you commit.

First: Choose the Right Referees

Not all referees are created equal. If you're hiring someone for a leadership role and they give you a peer from five jobs ago, that’s not good enough.

Here’s who you actually want to hear from:

Someone they reported directly to (ideally in a similar-sized business or function)
Someone who reported to them (if they’re going into a management position)
Someone who worked with them in the last 3–5 years
Someone who can speak to their performance in a relevant context

Always clarify:

Where they worked together
The reporting relationship
The timeframe and length of the working relationship

Context is critical. Without it, the answers don’t mean much.

Then: Tailor Your Questions — Intentionally

Here’s where the art comes in.

A great reference check is not about rattling off a script. It’s about asking the questions that matter to you, based on the role, the team, your leadership style, and your culture.

Start by asking yourself:

What kind of structure or pace will this person need to succeed?
How do we lead and communicate here?
What flagged your curiosity or concern in the interview?
What behaviours or traits are non-negotiable for success in this team?

Example:

If you’re often unavailable or lead with high structure, ask:

“What type of leadership style do they work best under?”

“Can you tell me about a time they operated without close supervision?”

Even great candidates can struggle in the wrong environment. A reference check should confirm not just that they’re good — but that they’re good for you.

Use Behavioural Questions – Just Like You Would in an Interview

You’re not looking for vague praise — you want evidence.

Use behavioural-style questions:

“Can you tell me about a time they handled a difficult situation with a client?”

“How did they resolve it? What was their approach?”

This reveals:

Proof of capability
Clarity on how they operate under pressure
Whether the referee actually worked closely with them

If a referee can’t answer specifics, they may not be the right person. Don’t hesitate to ask for another.

Listen Between the Lines

Some of the most important insights are in what’s not said:

Pauses or hesitation
Vague answers
Repetition of generic phrases like “they were nice” or “they were fine”
Lack of specific examples

If the praise doesn’t feel enthusiastic — follow your gut and dig deeper.

Reference Checks Are Not One-Size-Fits-All

Every reference check should be customised to the role, the candidate, and the environment they’re stepping into. Generic templates miss too much.

You’re about to make a significant investment in this person. You owe it to yourself — and your team — to do it properly.

Need Help? Outsource It to a Pro

We get it — you're busy. And if you’re too close to the hire, it’s easy to hear what you want to hear instead of what’s actually being said.

That’s why many of our clients outsource reference checks to us. We don’t bring bias. We don’t tick a box. We ask the right questions, gather the facts, and deliver back insight — not just information.

You’ll walk away with: